Viktoria Sundquist

Renewal in construction projects: tracing effects of client requirements

Several studies identify clients as important drivers of innovation in the construction industry. How clients contribute to innovation is however less investigated. In two case studies of health care construction projects, we investigate how client requirements create renewal in the form of intra- as well as inter-project effects. Using an inter-organizational framework of actors, resources and activities (the ARA model), it is possible to identify a variation of effects. The paper concludes that both client requirements and their associated renewal effects are results of interaction in time as well as space. Renewal effects crossing individual projects are dependent on relationships among two or more actors that continue to interact in subsequent projects. In addition, these effects relate to several dimensions of interaction and include how actors relate in new ways, how resources are combined and how activities are organized. Thus, by adopting an interactive perspective, it is possible to reveal how construction clients can contribute to renewal such as innovation and learning, directly and indirectly, within and across projects. Finally, we suggest that managers need to consider the role of long-term business relationships in achieving increased renewal in construction.

Reorganizing construction logistics for improved performance

Abstract Previous research indicates that logistics reorganizing can contribute to improved performance in the construction industry. In this paper, the opportunities for such reorganizing are investigated by focusing on the connection between logistics operations at the construction site and operations undertaken before building materials land at sites. The aims of the study are: (1) to empirically explore strategic actions to reorganize construction logistics by improving the connections between on-site and off-site logistics, and (2) to develop a theoretical framework for analysis of potential options for reorganizing. The empirical inquiry involves a case study of a logistics specialist’s efforts to reorganize on-site logistics and the associated consequences for off-site operations. The study is based on 28 interviews with representatives of 13 organizations. The study provides two types of contributions. First, the theoretical framework, rooted in industrial network theory, enables analysis of reorganizing of activities, resources and actors to improve logistics performance. Second, the empirical study shows that a logistics specialist can improve on-site logistics substantially. However, such reorganizing requires adjustments of off-site logistics that may be resource demanding. Therefore, effective connecting of on-site and off-site operations calls for extended interaction between the actors in terms of joint planning and exchange of information.

From project partnering towards strategic supplier partnering

Purpose: Partnering has been at the top of the management agenda in the construction industry for many years as a means of improving performance. Previous research shows that partnering has not reached the desired level of strategic partnering, but stopped at project partnering. The purpose of this paper is to provide an analytical framing for transformation from project partnering towards strategic partnering with suppliers. Design/methodology/approach: The framework is based on two building blocks: a case study of a contractor involved in implementing strategic partnering with four of its suppliers and a literature review dealing with partnering in construction; and models for close and long-term buyer-supplier collaboration in other contexts. Findings: Transformation towards strategic partnering should preferably be based on extension of project partnering in two dimensions: extension in time through relationship development with suppliers and extension in space through increasing network orientation across projects. Practical implications: Succeeding with relationship development and network orientation requires contractors to abandon two significant aspects of established construction logic that serve as significant implementation barriers. Competitive bidding in single projects needs to be replaced by collaboration over series of projects. The decentralisation of authority to the project level needs to be supplemented with increasing centralised decision making. Originality/value: Previous research showed that despite the considerable interest in partnering there is a lack of systematic theorizing of the phenomenon. This paper contributes to theoretical anchoring through the combining of the case study and the literature review in the abductive approach applied.